Predictability and transparency are fundamental to having impact as a global responsible investor, according to Wilhelm Mohn, the global head of governance at Norges Bank Investment Management, which manages Norway’s $1.43 trillion Government Pension Fund Global.
When CEO of New Zealand Super Matt Whineray joined the fund in 2008 there were 40 employees, NZ$14.7 billion in assets which was all outsourced and the investment committee consisted of “anyone who wanted to attend”. When Whineray leaves on December 8 he’s leaving a very different organisation.
Global asset management firm Robeco has differentiated its ESG assessment methodology to give a more accurate picture of the impact investors have on sustainable development goals (SDGs), according to Rachel Whittaker, the firm’s head of sustainable investment research.
Investors’ approach to ESG has evolved considerably, particularly in the area of engagement with portfolio companies, and encouraging change through active and targeted engagement is “the epitome of what active managers can do”, the Sustainability in Practice conference at Oxford university has heard.
CIOs need to fight back against the politicisation of ESG in the United States by adopting sound governance principles and not allowing their funds to be “pinned down to one side of the [political] spectrum”, the Sustainability in Practice conference at Oxford University has heard.
Investors can de-risk and increase the long-term returns of unlisted infrastructure assets by enacting forward-looking ESG transitions, investors say, but they need to ensure sufficient control at the board level.
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